From 8b0f53aa4148e18ccb8c175a9c5c83956502ac95 Mon Sep 17 00:00:00 2001 From: fcaroline2020 Date: Sun, 15 Sep 2024 19:14:36 +0100 Subject: [PATCH 1/6] First draft feedback workshop --- feedback/readme.md | 143 +++++++++++++++++++++++++++++++++++++++++++++ 1 file changed, 143 insertions(+) create mode 100644 feedback/readme.md diff --git a/feedback/readme.md b/feedback/readme.md new file mode 100644 index 00000000..4ed8b0dc --- /dev/null +++ b/feedback/readme.md @@ -0,0 +1,143 @@ +# Feedback Workshop + +Feedback is the foundation of effective collaboration. Both giving and receiving feedback are important communication skills to master. + +Giving feedback needs to be given in the right context, being mindful of tone and impact to the receiver. + +Receiving feedback is an extremely effective tool to measure your progress and whether you are living up to unspoken expectations. It is crucial to ask for feedback early and often. Asking for feedback too late on a project or presentation, has been [shown](https://hbr.org/2023/06/the-right-time-to-ask-for-feedback#:~:text=The%20best%20approach%20is%20to,annual%20performance%20review%20rolls%20around.) to lead us to be less receptive to criticism aa. It can also lead to miscommunication about expectations at work. + +Not all feedback will always be positive so it is important to learn to take good and the bad feedback in stride. Both giving and receiving feedback is a skill that we will practice today. + +## Learning Objective šŸ’” + +After the workshop today, participants will be able to: + +- [] Choose a framework for giving clear, direct feedback depending on the scenario. +- [] Reflect on the impact of feedback on personal growth and team dynamics +- [] Apply feedback techniques to real-world situations, balancing critique with encouragement +- [] Apply techniques for receiving tough feedback + +## Set up + +- Pair up into groups of 2 + +## The game + +First read [this artical](https://tanzu.vmware.com/content/blog/mastering-feedback-in-the-workplace) on mastering feedback in the workplace. + +Read the following scenarios and role play each. One person will be the person giving the feedback and one person will be receiving the feedback. After each scenario switch who is giving the feedback and who is receiving it. + +For the person giving feedback, remember to: +- Be direct +- Use clear language +- Talk about behavior not personality +- Be kind + +For the person receiving feedback, remember to: +- Be available and approachaable +- Accountable +- Steer clear of defensiveness. +- Take a moment to reflect before respondng +- Assume positive intent + +### Practice Giving Feedback + +1. Code Review + +Scenario: A team member submits the following code that is functional but has inconsistent formatting. + +```javascript +function calculateTotal(price, tax, discount){ + var t = price + tax + t = t - discount + console.log("Total: $" + t); + return t +} + +let price = 100, tax = 5; let discount = 10; calculateTotal(price,tax,discount); +``` + +Objective: Practice giving constructive feedback on code quality, style consistency, and optimization, while maintaining a positive tone. Mention specific areas for improvement such as consistent use of semicolors, better variable declaration, and reduce the use of magic numbers. Acknowledge what was done well. + +2. Missed Deadline + +Scenario: A teammate consistently misses deadlines and when they finally do deliver their tasks, they are often not of good quality tasks requiring the rest of the team to redo portions of their work. + +Objective: Try to use the situation, behavior, impact (SBI) method. Start by describing the situation, detailing the specific behavior observed, and explain the impact it had. Express concern in a non-blaming way, offer support, and work with them to identify potential roadblocks or strategies to improve. Practice addressing issues of accountability, responsibility, and time management without demotivating the person. + +3. Team Presentation + +Scenario: A team member gives a presentation that is informative but is too long-winded, going over an hour causing the audience to lose focus. This presentation will be used at the next client meeting that is only 1 hour long and needs to cover lots of other topics. + +Objective: Try using the Observation, Feelings, Needs and Actions (OFNA) framework to give the team member feedback. Start by discussing youor observation, how it made you feel, what the needs are and the action they (or you together) can take to correct, Remember to only talk about your own feelings and not bring in others. Practice providing feedback on communication skills, structuring information, and presentation techniques. + +4. Peer Collaboration + +Scenario: A colleague dominates team discussions, interrupting others or dismissing alternative ideas without considering them. His behavior is often seen as grating or rude by the team. + +Objective: Use the Actionable, Specific, Kind (ASK) framework to give feedback. Start by addressing the actionable issue and be specific in your request. Make sure it is delivered in a kind and understanding manner. Address how their behavior affects group dynamics and encourage a more inclusive approach, allowing others to share their thoughts. + +5. Work Performance + +Scenario: A colleague is working towards a promotion to senior software engineer and has asked you for feedback on their performance. Although they have great technical proficiency you have noticed that they do not speak up during meetings unless directly asked and often wait for tasks to be assigned to them instead of taking initiative. + +Objective: Try using the Goal, Reality, Options, Will (GROW) model. Explore the individual's goals, assess the current reality, brainstorm options, and try to create a list of actions to commit to to acheive the goal. + +### Choose a Framework for Giving Feedback + +We have looked at the following frameworks for giving feedback: +- Situation, Behavior, Impact (SBI) - Describe the situation, detail the specific behavior observed, and explain the impact it had. +- Actionable, Specific, Kind (ASK) - Start with an actionable issue, be specific in your request and make sure it is delivered in a kind manner. +- Observation, Feelings, Needs and Actions (OFNA) - discuss an observation, how it made you feel, what needs to happen to rectify this behavior and the actions they can take. +- Goal, Reality, Options, Will (GROW) model. Explore the individual's goals, assess the current reality, brainstorm options, and commit to action. This model is best suited when the individual is already aware of the area to improve. + +For the following scenarios, choose any of of the frameworks to give feedback. + +6. Behavioral Feedback + +Scenario: A team member frequently arrives late to meetings, affecting the team's schedule. + +Objective: Practice addressing behavior that affects the team's efficiency while maintaining a professional and respectful tone. + +7. Positive Feedback for Improvement + +Scenario: A colleague made significant improvements in their work, but thereā€™s still room for further development. + +Objective: Practice delivering feedback that celebrates progress while motivating further growth. + +8. Conflict Resolution + +Scenario: Two team members have a disagreement about how to approach a project, leading to tension in meetings. + +Objective: Address the need for open communication, active listening, and problem-solving together, suggesting ways to mediate and align on a common goal. + +9. Performance Review + +Scenario: You are giving a formal performance review to a team member whose work has been solid but lacks creativity or initiative. + +Objective: Practice delivering a balanced performance review, highlighting both strengths and opportunities for taking initiative. + +10. Cross-Team Collaboration + +Scenario: A team member from another department is not communicating well with your team, leading to delays and confusion. + +Objective: Practice giving feedback to someone outside your immediate team, focusing on improving cross-team communication. + +## Reflection + +Come together as a group and discuss the following: + +When giving feedback: +- What challenges did you face when delivering feedback? +- How did you decide which feedback framework to use? Would you choose the same framework in real life? +- Which framework do you find the most useful? Which did you struggle with the most? +- How did you balance providing constructive criticism with being supportive? +- Did the scenario feel realistic or exaggerated? How would you adapt your approach in a real-world situation? +- How do you think feedback methods can differ depending on the person or context? + +When Receiving feedback: +- How did the feedback make you feel? Was it easy to remain open to feedback? +- Were there any moments when you felt defensive? How did you manage those feelings? How might you manage those feelings in real-world scenarios? +- Was the feedback clear and actionable? How would you apply it to improve? + +- How can you proactively seek out more feedback from your peers or mentors? From a63d7d2f67a889327de3e14ee3cc1aeaa8137541 Mon Sep 17 00:00:00 2001 From: "Caroline (Frank) Scherf" <105299358+fcaroline2020@users.noreply.github.com> Date: Sun, 15 Sep 2024 19:28:03 +0100 Subject: [PATCH 2/6] Update readme.md Fixup intro --- feedback/readme.md | 4 ++-- 1 file changed, 2 insertions(+), 2 deletions(-) diff --git a/feedback/readme.md b/feedback/readme.md index 4ed8b0dc..909ef320 100644 --- a/feedback/readme.md +++ b/feedback/readme.md @@ -2,9 +2,9 @@ Feedback is the foundation of effective collaboration. Both giving and receiving feedback are important communication skills to master. -Giving feedback needs to be given in the right context, being mindful of tone and impact to the receiver. +Giving feedback needs to be given in the right context, being mindful of tone and impact on the receiver. Feedback should be given in a timely fashion, be direct, non-accusatory (assume positive intent), and privately. Sometimes it is also better to ask if someone would like feedback. -Receiving feedback is an extremely effective tool to measure your progress and whether you are living up to unspoken expectations. It is crucial to ask for feedback early and often. Asking for feedback too late on a project or presentation, has been [shown](https://hbr.org/2023/06/the-right-time-to-ask-for-feedback#:~:text=The%20best%20approach%20is%20to,annual%20performance%20review%20rolls%20around.) to lead us to be less receptive to criticism aa. It can also lead to miscommunication about expectations at work. +Receiving feedback is also crucial as it is an effective tool to measure your progress and whether you are living up to unspoken expectations. It is important to ask for feedback early and often. Asking for feedback late on a project or presentation has been [shown](https://hbr.org/2023/06/the-right-time-to-ask-for-feedback#:~:text=The%20best%20approach%20is%20to,annual%20performance%20review%20rolls%20around.) to lead us to be less receptive to criticism and change. Not all feedback will always be positive so it is important to learn to take good and the bad feedback in stride. Both giving and receiving feedback is a skill that we will practice today. From 99f2b0269f5f270d9d5e4ae90938730996c5e23e Mon Sep 17 00:00:00 2001 From: "Caroline (Frank) Scherf" <105299358+fcaroline2020@users.noreply.github.com> Date: Sun, 15 Sep 2024 19:31:23 +0100 Subject: [PATCH 3/6] Update readme.md Emojis --- feedback/readme.md | 10 +++++----- 1 file changed, 5 insertions(+), 5 deletions(-) diff --git a/feedback/readme.md b/feedback/readme.md index 909ef320..4b09349c 100644 --- a/feedback/readme.md +++ b/feedback/readme.md @@ -1,4 +1,4 @@ -# Feedback Workshop +# Feedback Workshop šŸ—£ļø Feedback is the foundation of effective collaboration. Both giving and receiving feedback are important communication skills to master. @@ -17,13 +17,13 @@ After the workshop today, participants will be able to: - [] Apply feedback techniques to real-world situations, balancing critique with encouragement - [] Apply techniques for receiving tough feedback -## Set up +## Set up šŸŒ¼ - Pair up into groups of 2 -## The game +## The Activity šŸ† -First read [this artical](https://tanzu.vmware.com/content/blog/mastering-feedback-in-the-workplace) on mastering feedback in the workplace. +First, read [this article](https://tanzu.vmware.com/content/blog/mastering-feedback-in-the-workplace) on mastering feedback in the workplace. Read the following scenarios and role play each. One person will be the person giving the feedback and one person will be receiving the feedback. After each scenario switch who is giving the feedback and who is receiving it. @@ -123,7 +123,7 @@ Scenario: A team member from another department is not communicating well with y Objective: Practice giving feedback to someone outside your immediate team, focusing on improving cross-team communication. -## Reflection +## Reflection šŸ§˜ā€ā™‚ļø Come together as a group and discuss the following: From 7d3550e9afdca28b152936f73ae0be04850e0e7d Mon Sep 17 00:00:00 2001 From: "Caroline (Frank) Scherf" <105299358+fcaroline2020@users.noreply.github.com> Date: Thu, 7 Nov 2024 16:40:55 +0000 Subject: [PATCH 4/6] Update readme.md Simplifies English in introduction --- feedback/readme.md | 17 ++++++++++++----- 1 file changed, 12 insertions(+), 5 deletions(-) diff --git a/feedback/readme.md b/feedback/readme.md index 4b09349c..6f4ef2a6 100644 --- a/feedback/readme.md +++ b/feedback/readme.md @@ -2,11 +2,18 @@ Feedback is the foundation of effective collaboration. Both giving and receiving feedback are important communication skills to master. -Giving feedback needs to be given in the right context, being mindful of tone and impact on the receiver. Feedback should be given in a timely fashion, be direct, non-accusatory (assume positive intent), and privately. Sometimes it is also better to ask if someone would like feedback. - -Receiving feedback is also crucial as it is an effective tool to measure your progress and whether you are living up to unspoken expectations. It is important to ask for feedback early and often. Asking for feedback late on a project or presentation has been [shown](https://hbr.org/2023/06/the-right-time-to-ask-for-feedback#:~:text=The%20best%20approach%20is%20to,annual%20performance%20review%20rolls%20around.) to lead us to be less receptive to criticism and change. - -Not all feedback will always be positive so it is important to learn to take good and the bad feedback in stride. Both giving and receiving feedback is a skill that we will practice today. +### Tips for Giving Feedback: +* Give feedback in the right context, being mindful of tone and its impact on the receiver. +* Give feedback in a timely fashion, be direct, and non-accusatory (assume positive intent). +* Give feedback privately. +* Sometimes it is also better to ask if someone would like feedback. + +### Tips for Receiving Feedback: +* Receiving feedback is crucial for measuring your progress and understanding unspoken expectations. +* Ask for feedback early and often. [Asking for feedback late on a project or presentation can lead us to be less receptive to criticism](https://hbr.org/2023/06/the-right-time-to-ask-for-feedback#:~:text=The%20best%20approach%20is%20to,annual%20performance%20review%20rolls%20around). +* Not all feedback will always be positive, it is important to learn to take good and bad feedback in stride. + +Both giving and receiving feedback is a skill that we will practice today. ## Learning Objective šŸ’” From d8b545e8f0ee14173761da9ffcfdfc60b7d1a654 Mon Sep 17 00:00:00 2001 From: "Caroline (Frank) Scherf" <105299358+fcaroline2020@users.noreply.github.com> Date: Thu, 7 Nov 2024 17:07:01 +0000 Subject: [PATCH 5/6] Update readme.md WIP --- feedback/readme.md | 55 +++++++++++++++++++++++++++++----------------- 1 file changed, 35 insertions(+), 20 deletions(-) diff --git a/feedback/readme.md b/feedback/readme.md index 6f4ef2a6..6ae619ba 100644 --- a/feedback/readme.md +++ b/feedback/readme.md @@ -13,7 +13,7 @@ Feedback is the foundation of effective collaboration. Both giving and receiving * Ask for feedback early and often. [Asking for feedback late on a project or presentation can lead us to be less receptive to criticism](https://hbr.org/2023/06/the-right-time-to-ask-for-feedback#:~:text=The%20best%20approach%20is%20to,annual%20performance%20review%20rolls%20around). * Not all feedback will always be positive, it is important to learn to take good and bad feedback in stride. -Both giving and receiving feedback is a skill that we will practice today. +We will practice giving and receiving feedback today. ## Learning Objective šŸ’” @@ -32,24 +32,27 @@ After the workshop today, participants will be able to: First, read [this article](https://tanzu.vmware.com/content/blog/mastering-feedback-in-the-workplace) on mastering feedback in the workplace. -Read the following scenarios and role play each. One person will be the person giving the feedback and one person will be receiving the feedback. After each scenario switch who is giving the feedback and who is receiving it. +Read the following scenarios and role-play each. One person will be giving the feedback and one person will be receiving the feedback. After each scenario switch who is giving the feedback and who is receiving it. For the person giving feedback, remember to: - Be direct - Use clear language -- Talk about behavior not personality +- Talk about behavior, not personality - Be kind For the person receiving feedback, remember to: -- Be available and approachaable +- Be available and approachable - Accountable -- Steer clear of defensiveness. -- Take a moment to reflect before respondng +- Steer clear of defensiveness +- Take a moment to reflect before responding - Assume positive intent -### Practice Giving Feedback +### Practice Giving Feedback [20 mins] -1. Code Review +* Spend 3 mins on each of these scenarios. +* One person will be giving the feedback and one person will be receiving the feedback. After each scenario switch who is giving the feedback and who is receiving it. + +1. Warm-up Scenario: A team member submits the following code that is functional but has inconsistent formatting. @@ -64,27 +67,40 @@ function calculateTotal(price, tax, discount){ let price = 100, tax = 5; let discount = 10; calculateTotal(price,tax,discount); ``` -Objective: Practice giving constructive feedback on code quality, style consistency, and optimization, while maintaining a positive tone. Mention specific areas for improvement such as consistent use of semicolors, better variable declaration, and reduce the use of magic numbers. Acknowledge what was done well. +Objective: Practice giving constructive feedback on code quality, style consistency, and optimization, while maintaining a positive tone. Mention specific areas for improvement such as consistent use of semicolons, better variable declaration, and reduce the use of magic numbers. Acknowledge what was done well. + +2. Situation, Behavior, Impact (SBI) Framework + +The [SBI Framework](https://www.revolutionlearning.co.uk/article/the-sbi-feedback-model/) structures feedback in the following order: +* Situation: Describe the situation +* Behavior: Describe the behavior observed +* Impact: Explain the effect of the behavior on you, your team, or the organization -2. Missed Deadline +Try Applying the SBI method to the following scenario: A teammate consistently misses deadlines and when they finally do deliver their tasks, they are often not of good quality tasks requiring the rest of the team to redo portions of their work. -Scenario: A teammate consistently misses deadlines and when they finally do deliver their tasks, they are often not of good quality tasks requiring the rest of the team to redo portions of their work. +Objective: Use the SBI framework for giving feedback. Practice addressing issues of accountability, responsibility, and time management without demotivating the person. -Objective: Try to use the situation, behavior, impact (SBI) method. Start by describing the situation, detailing the specific behavior observed, and explain the impact it had. Express concern in a non-blaming way, offer support, and work with them to identify potential roadblocks or strategies to improve. Practice addressing issues of accountability, responsibility, and time management without demotivating the person. +3. Observation, Feelings, Needs, and Request (OFNR) framework -3. Team Presentation +The [OFNA framework](https://andyblumenthal.wordpress.com/2019/09/21/ofnr-communications-model/) consists of four parts: +* Observation: Tell the other person the behavior you observe from them that is making you uncomfortable. "When I Observeā€¦" +* Feelings: Explain how the personā€™s behavior makes you feel (happy, sad, angry, annoyed, excited, worried, scared, hurt, embarrassed, confused) "I feelā€¦" +* Needs: Describe what you need from the other person (physiological, safety, social, esteem, self-actualization) "Because I needā€¦" +* Request: Ask them specifically what youā€™d like them to do. "Would you be willing toā€¦" -Scenario: A team member gives a presentation that is informative but is too long-winded, going over an hour causing the audience to lose focus. This presentation will be used at the next client meeting that is only 1 hour long and needs to cover lots of other topics. +Try Applying the ONFR method to the following scenario: A team member gives a presentation that is informative but is too long-winded, going over an hour causing the audience to lose focus. This presentation will be used at the next client meeting which is only 1 hour long and needs to cover lots of other topics. -Objective: Try using the Observation, Feelings, Needs and Actions (OFNA) framework to give the team member feedback. Start by discussing youor observation, how it made you feel, what the needs are and the action they (or you together) can take to correct, Remember to only talk about your own feelings and not bring in others. Practice providing feedback on communication skills, structuring information, and presentation techniques. +Objective: Use the (OFNR) framework to give the team member feedback. Practice providing feedback on communication skills, structuring information, and presentation techniques. -4. Peer Collaboration +4. Actionable, Specific, Kind (ASK) framework + +The Actionable, Specific, Kind (ASK) framework to give feedback. Start by addressing the actionable issue and be specific in your request. Make sure it is delivered in a kind and understanding manner. Scenario: A colleague dominates team discussions, interrupting others or dismissing alternative ideas without considering them. His behavior is often seen as grating or rude by the team. Objective: Use the Actionable, Specific, Kind (ASK) framework to give feedback. Start by addressing the actionable issue and be specific in your request. Make sure it is delivered in a kind and understanding manner. Address how their behavior affects group dynamics and encourage a more inclusive approach, allowing others to share their thoughts. -5. Work Performance +5. Goal, Reality, Options, Will (GROW) model Scenario: A colleague is working towards a promotion to senior software engineer and has asked you for feedback on their performance. Although they have great technical proficiency you have noticed that they do not speak up during meetings unless directly asked and often wait for tasks to be assigned to them instead of taking initiative. @@ -98,7 +114,7 @@ We have looked at the following frameworks for giving feedback: - Observation, Feelings, Needs and Actions (OFNA) - discuss an observation, how it made you feel, what needs to happen to rectify this behavior and the actions they can take. - Goal, Reality, Options, Will (GROW) model. Explore the individual's goals, assess the current reality, brainstorm options, and commit to action. This model is best suited when the individual is already aware of the area to improve. -For the following scenarios, choose any of of the frameworks to give feedback. +For the following scenarios, choose any of the frameworks to give feedback. 6. Behavioral Feedback @@ -142,9 +158,8 @@ When giving feedback: - Did the scenario feel realistic or exaggerated? How would you adapt your approach in a real-world situation? - How do you think feedback methods can differ depending on the person or context? -When Receiving feedback: +When receiving feedback: - How did the feedback make you feel? Was it easy to remain open to feedback? - Were there any moments when you felt defensive? How did you manage those feelings? How might you manage those feelings in real-world scenarios? - Was the feedback clear and actionable? How would you apply it to improve? - - How can you proactively seek out more feedback from your peers or mentors? From 91d35e7621c36d64d41c8b0875465292824b50ce Mon Sep 17 00:00:00 2001 From: "Caroline (Frank) Scherf" <105299358+fcaroline2020@users.noreply.github.com> Date: Fri, 15 Nov 2024 18:09:38 +0000 Subject: [PATCH 6/6] Update readme.md Add time estimates and finish introducing the feedback models --- feedback/readme.md | 79 ++++++++++++++++++---------------------------- 1 file changed, 31 insertions(+), 48 deletions(-) diff --git a/feedback/readme.md b/feedback/readme.md index 6ae619ba..941a614f 100644 --- a/feedback/readme.md +++ b/feedback/readme.md @@ -19,10 +19,10 @@ We will practice giving and receiving feedback today. After the workshop today, participants will be able to: -- [] Choose a framework for giving clear, direct feedback depending on the scenario. -- [] Reflect on the impact of feedback on personal growth and team dynamics -- [] Apply feedback techniques to real-world situations, balancing critique with encouragement -- [] Apply techniques for receiving tough feedback +- [ ] Choose a framework for giving clear, direct feedback depending on the scenario. +- [ ] Reflect on the impact of feedback on personal growth and team dynamics +- [ ] Apply feedback techniques to real-world situations, balancing critique with encouragement +- [ ] Apply techniques for receiving tough feedback ## Set up šŸŒ¼ @@ -52,24 +52,7 @@ For the person receiving feedback, remember to: * Spend 3 mins on each of these scenarios. * One person will be giving the feedback and one person will be receiving the feedback. After each scenario switch who is giving the feedback and who is receiving it. -1. Warm-up - -Scenario: A team member submits the following code that is functional but has inconsistent formatting. - -```javascript -function calculateTotal(price, tax, discount){ - var t = price + tax - t = t - discount - console.log("Total: $" + t); - return t -} - -let price = 100, tax = 5; let discount = 10; calculateTotal(price,tax,discount); -``` - -Objective: Practice giving constructive feedback on code quality, style consistency, and optimization, while maintaining a positive tone. Mention specific areas for improvement such as consistent use of semicolons, better variable declaration, and reduce the use of magic numbers. Acknowledge what was done well. - -2. Situation, Behavior, Impact (SBI) Framework +1. Situation, Behavior, Impact (SBI) Framework The [SBI Framework](https://www.revolutionlearning.co.uk/article/the-sbi-feedback-model/) structures feedback in the following order: * Situation: Describe the situation @@ -80,33 +63,42 @@ Try Applying the SBI method to the following scenario: A teammate consistently m Objective: Use the SBI framework for giving feedback. Practice addressing issues of accountability, responsibility, and time management without demotivating the person. -3. Observation, Feelings, Needs, and Request (OFNR) framework +2. Observation, Feelings, Needs, and Request (OFNR) framework -The [OFNA framework](https://andyblumenthal.wordpress.com/2019/09/21/ofnr-communications-model/) consists of four parts: +The [OFNR framework](https://andyblumenthal.wordpress.com/2019/09/21/ofnr-communications-model/) consists of four parts: * Observation: Tell the other person the behavior you observe from them that is making you uncomfortable. "When I Observeā€¦" * Feelings: Explain how the personā€™s behavior makes you feel (happy, sad, angry, annoyed, excited, worried, scared, hurt, embarrassed, confused) "I feelā€¦" * Needs: Describe what you need from the other person (physiological, safety, social, esteem, self-actualization) "Because I needā€¦" * Request: Ask them specifically what youā€™d like them to do. "Would you be willing toā€¦" -Try Applying the ONFR method to the following scenario: A team member gives a presentation that is informative but is too long-winded, going over an hour causing the audience to lose focus. This presentation will be used at the next client meeting which is only 1 hour long and needs to cover lots of other topics. +Try Applying the ONFR method to the following scenario: A team member gives an informative presentation that is too long-winded, going over an hour causing the audience to lose focus. This presentation will be used at the next client meeting which is only 1 hour long and needs to cover many other topics. Objective: Use the (OFNR) framework to give the team member feedback. Practice providing feedback on communication skills, structuring information, and presentation techniques. -4. Actionable, Specific, Kind (ASK) framework +3. Actionable, Specific, Kind (ASK) framework -The Actionable, Specific, Kind (ASK) framework to give feedback. Start by addressing the actionable issue and be specific in your request. Make sure it is delivered in a kind and understanding manner. +The [ASK framework](https://www.stride.build/blog/using-ask-framework-to-give-feedback) focuses on the following attributes: +* Actionable: Address the actionable issue +* Specific: Be specific in your request. +* Kind Scenario: A colleague dominates team discussions, interrupting others or dismissing alternative ideas without considering them. His behavior is often seen as grating or rude by the team. -Objective: Use the Actionable, Specific, Kind (ASK) framework to give feedback. Start by addressing the actionable issue and be specific in your request. Make sure it is delivered in a kind and understanding manner. Address how their behavior affects group dynamics and encourage a more inclusive approach, allowing others to share their thoughts. +Objective: Use the ASK framework to give feedback. Start by addressing the actionable issue and be specific in your request. Make sure it is delivered in a kind and understanding manner. Address how their behavior affects group dynamics and encourage a more inclusive approach, allowing others to share their thoughts. -5. Goal, Reality, Options, Will (GROW) model +4. Goal, Reality, Options, Will (GROW) model -Scenario: A colleague is working towards a promotion to senior software engineer and has asked you for feedback on their performance. Although they have great technical proficiency you have noticed that they do not speak up during meetings unless directly asked and often wait for tasks to be assigned to them instead of taking initiative. +The [Grow framework](https://www.mindtools.com/an0fzpz/the-grow-model-of-coaching-and-mentoring) focuses on mentoring and guidance to give feedback +* Goal: Explore the individual's goals +* Reality: Assess the current reality +* Options: Brainstorm options +* Will: Create a list of actions to commit to to achieve the goal -Objective: Try using the Goal, Reality, Options, Will (GROW) model. Explore the individual's goals, assess the current reality, brainstorm options, and try to create a list of actions to commit to to acheive the goal. +Scenario: A colleague is working towards a promotion to senior software engineer and has asked you for feedback on their performance. Although they have great technical proficiency you have noticed that they do not speak up during meetings unless directly asked and often wait for tasks to be assigned instead of taking initiative. -### Choose a Framework for Giving Feedback +Objective: Use the GROW model to speak with your colleague. + +### Choose a Framework for Giving Feedback [10 mins] We have looked at the following frameworks for giving feedback: - Situation, Behavior, Impact (SBI) - Describe the situation, detail the specific behavior observed, and explain the impact it had. @@ -114,39 +106,30 @@ We have looked at the following frameworks for giving feedback: - Observation, Feelings, Needs and Actions (OFNA) - discuss an observation, how it made you feel, what needs to happen to rectify this behavior and the actions they can take. - Goal, Reality, Options, Will (GROW) model. Explore the individual's goals, assess the current reality, brainstorm options, and commit to action. This model is best suited when the individual is already aware of the area to improve. -For the following scenarios, choose any of the frameworks to give feedback. +For the following scenarios, discuss with your partner which framework you think should be applied. -6. Behavioral Feedback +1. Behavioral Feedback Scenario: A team member frequently arrives late to meetings, affecting the team's schedule. -Objective: Practice addressing behavior that affects the team's efficiency while maintaining a professional and respectful tone. - -7. Positive Feedback for Improvement +2. Positive Feedback for Improvement Scenario: A colleague made significant improvements in their work, but thereā€™s still room for further development. -Objective: Practice delivering feedback that celebrates progress while motivating further growth. - -8. Conflict Resolution +3. Conflict Resolution Scenario: Two team members have a disagreement about how to approach a project, leading to tension in meetings. -Objective: Address the need for open communication, active listening, and problem-solving together, suggesting ways to mediate and align on a common goal. - -9. Performance Review +4. Performance Review Scenario: You are giving a formal performance review to a team member whose work has been solid but lacks creativity or initiative. -Objective: Practice delivering a balanced performance review, highlighting both strengths and opportunities for taking initiative. - -10. Cross-Team Collaboration +5. Cross-Team Collaboration Scenario: A team member from another department is not communicating well with your team, leading to delays and confusion. -Objective: Practice giving feedback to someone outside your immediate team, focusing on improving cross-team communication. -## Reflection šŸ§˜ā€ā™‚ļø +## Reflection šŸ§˜ā€ā™‚ļø [10 mins] Come together as a group and discuss the following: